The Complete PMP Cheatsheet
Every Topic, One Place
A visual, exam-ready reference covering principles, performance domains, all 49 processes, tools & techniques, diagrams, motivation theories, team development, organizational structures, and every formula you need to memorize.
The PMP Exam at a Glance
👥People 42%
Leading and building teams, conflict, virtual teams, servant leadership, emotional intelligence, removing blockers.
⚙️Process 50%
Technical project management — scope, schedule, cost, risk, quality, procurement, value delivery and methodology.
🌐Business Env. 8%
Strategy alignment, compliance, benefits realization, organizational change, external business environment.
⏱️ Format facts
~50% Agile/Hybrid, ~50% Predictive. Question types: multiple choice, multiple response, matching, hotspot, and limited fill-in-the-blank. Two optional 10-minute breaks. Provisional pass/fail shown at the end.
The 12 Project Management Principles
1Stewardship
Be a diligent, respectful, caring steward — act with integrity, compliance, and trust.
2Team
Build a culture of accountability and respect; create a collaborative project team environment.
3Stakeholders
Engage stakeholders proactively and to the degree needed to deliver value and drive success.
4Value
Focus relentlessly on value — the ultimate indicator of project success.
5Systems Thinking
Recognize, evaluate and respond to system interactions — holistic, dynamic view.
6Leadership
Demonstrate and adapt leadership behaviors to support individual and team needs.
7Tailoring
Tailor the delivery approach based on context, objectives, stakeholders, and complexity.
8Quality
Build quality into processes and deliverables to meet objectives and stakeholder expectations.
9Complexity
Continually navigate complexity using knowledge, experience, and learning.
10Risk
Optimize risk responses — maximize positive, minimize negative exposure.
11Adaptability & Resilience
Build adaptability and resilience into approaches to recover from setbacks.
12Change
Enable change to achieve the envisioned future state; bring stakeholders along.
🧠 Memory hook
"Stewards Team-up with Stakeholders to deliver Value, think in Systems, Lead, Tailor, build Quality, manage Complexity & Risk, stay Adaptable, and enable Change."
The 8 Project Performance Domains
👥1. Stakeholders
Identify, analyze, prioritize, engage and monitor stakeholders throughout. Outcome: productive working relationships and stakeholder buy-in.
🤝2. Team
Culture, leadership, shared ownership, high-performing teams. Outcome: shared ownership, a high-performing team, applicable leadership.
🛠️3. Development Approach & Life Cycle
Choose predictive, adaptive, or hybrid; define phases and cadence. Outcome: a delivery approach consistent with deliverables.
📐4. Planning
Organize, elaborate and coordinate the work — progressive elaboration. Outcome: a coordinated, holistic approach moving toward outcomes.
⚙️5. Project Work
Establish processes, manage resources, procurement, learning. Outcome: efficient performance and a capable project team.
📦6. Delivery
Deliver scope and quality that drive the planned outcomes and value. Outcome: projects contribute to business objectives.
📈7. Measurement
Assess performance and take action to maintain acceptable performance. Outcome: reliable, timely, accurate data for decisions.
🔮8. Uncertainty
Navigate risk, ambiguity, complexity and volatility (VUCA). Outcome: awareness of and resilience to threats and opportunities.
🔁 Tailoring + Models, Methods & Artifacts
PMBOK 7 also stresses Tailoring (fit the approach to the project) and a toolbox of Models (e.g., Tuckman, situational leadership), Methods (e.g., estimating, EVM), and Artifacts (charters, registers, baselines, reports).
The 5 Process Groups (IPECC)
| Knowledge Area | Init. | Planning | Exec. | M&C | Close | Σ |
|---|---|---|---|---|---|---|
| Integration | 1 | 1 | 2 | 2 | 1 | 7 |
| Scope | — | 4 | — | 2 | — | 6 |
| Schedule | — | 5 | — | 1 | — | 6 |
| Cost | — | 3 | — | 1 | — | 4 |
| Quality | — | 1 | 1 | 1 | — | 3 |
| Resource | — | 2 | 3 | 1 | — | 6 |
| Communications | — | 1 | 1 | 1 | — | 3 |
| Risk | — | 5 | 1 | 1 | — | 7 |
| Procurement | — | 1 | 1 | 1 | — | 3 |
| Stakeholder | 1 | 1 | 1 | 1 | — | 4 |
| TOTAL | 2 | 24 | 10 | 12 | 1 | 49 |
🟢 Initiating (2)
Develop Project Charter · Identify Stakeholders
🟣 Closing (1)
Close Project or Phase
🟠 Tip
Planning has the most processes (24); M&C is second (12). Memorize the grid — it appears all over the exam.
The 10 Knowledge Areas
Purpose: Unify and coordinate all the other knowledge areas — the PM's "glue."
Processes: Develop Project Charter (I) · Develop PM Plan (P) · Direct & Manage Project Work (E) · Manage Project Knowledge (E) · Monitor & Control Project Work (M&C) · Perform Integrated Change Control (M&C) · Close Project or Phase (C).
Key tools: Expert judgment · Meetings · PMIS · Change control tools · Configuration management.
⭐ Exam keys
The charter authorizes the project & PM. The Change Control Board (CCB) approves/rejects changes via Integrated Change Control. Lessons learned are captured continuously (Manage Project Knowledge).
Purpose: Define and control what IS and IS NOT in the project.
Processes: Plan Scope Mgmt · Collect Requirements · Define Scope · Create WBS · Validate Scope (M&C) · Control Scope (M&C).
Deliverables: Requirements doc & traceability matrix, Scope Statement, WBS + WBS Dictionary, Scope Baseline.
Tools: Interviews, focus groups, questionnaires, benchmarking, prototypes, affinity diagrams, decomposition, product analysis.
⭐ Exam keys
Validate Scope = customer accepts deliverables (formal sign-off). Control Quality = internal correctness (comes first). 80-hr rule for work packages. Avoid scope creep (uncontrolled) & gold plating (extra unrequested work). 100% rule: WBS captures all work.
Processes: Plan Schedule Mgmt · Define Activities · Sequence Activities · Estimate Activity Durations · Develop Schedule · Control Schedule.
Tools: Precedence Diagramming (PDM), Critical Path Method, Critical Chain, PERT/3-point, resource leveling & smoothing, schedule compression (crashing & fast-tracking), Gantt charts, milestone charts.
See the dedicated Schedule & CPM section for diagrams & worked formulas.
Processes: Plan Cost Mgmt · Estimate Costs · Determine Budget · Control Costs.
Estimating: Analogous (top-down, fast, less accurate), Parametric (rate × units), Bottom-up (most accurate), 3-point/PERT. Reserves: Contingency (known-unknowns, in baseline) vs Management (unknown-unknowns, above baseline).
Full Earned Value Management formulas in the Cost & EVM section.
Processes: Plan Quality Mgmt · Manage Quality (assurance, E) · Control Quality (inspection, M&C).
Quality ≠ Grade. Prevention over inspection. Cost of Quality. Seven basic tools (fishbone, flowchart, checksheet, Pareto, histogram, control chart, scatter). See Quality & Diagram Gallery.
Processes: Plan Resource Mgmt · Estimate Activity Resources · Acquire Resources · Develop Team · Manage Team · Control Resources (physical).
Covers Tuckman stages, motivation theories, leadership styles, conflict, power types, RACI, RBS — all detailed in the People & Team sections.
Processes: Plan Communications Mgmt · Manage Communications · Monitor Communications.
Channels = n(n−1)/2. Methods: Interactive, Push, Pull. PM spends ~90% of time communicating. See Communications.
Processes: Plan Risk Mgmt · Identify Risks · Qualitative Analysis · Quantitative Analysis · Plan Risk Responses · Implement Risk Responses (E) · Monitor Risks.
Threat responses: Avoid, Transfer, Mitigate, Escalate, Accept. Opportunity: Exploit, Share, Enhance, Escalate, Accept. See Risk.
Processes: Plan Procurement Mgmt · Conduct Procurements · Control Procurements.
Contract types (FP, CR, T&M), risk allocation, make-or-buy, SOW, RFP/RFQ/RFI. See Procurement & Contracts.
Processes: Identify Stakeholders (I) · Plan Stakeholder Engagement · Manage Stakeholder Engagement · Monitor Stakeholder Engagement.
Power/Interest grid, Salience model, engagement levels (Unaware→Resistant→Neutral→Supportive→Leading). See Stakeholders.
🧠 ITTO survival tip
Don't memorize all 600+ ITTOs blindly. Learn the logic: outputs of one process become inputs to the next. Expert judgment, meetings, and data analysis/gathering appear in almost every process. Focus memorization on the unique tool for each process.
Tuckman's Team Development Stages
| Stage | What's happening | Leadership style needed |
|---|---|---|
| 1 Forming | Polite, uncertain, dependent on leader; getting to know each other & the work. | Directing — set clear goals, roles, structure. |
| 2 Storming | Conflict, jockeying for position, differing opinions, frustration. | Coaching — facilitate, resolve conflict, keep focus. |
| 3 Norming | Norms & trust form; team starts working together cohesively. | Supporting — share decisions, encourage. |
| 4 Performing | High-performing, autonomous, productive; problems solved smoothly. | Delegating — empower, get out of the way. |
| 5 Adjourning | Work complete; team disbands, releases resources, celebrates. | Recognize — celebrate, capture lessons learned. |
🧠 Memory hook
"Forms Storm, then Norm & Perform, before Adjourn." The leadership styles mirror Situational Leadership (Directing → Coaching → Supporting → Delegating).
Motivation Theories
🔺 Bottom → Top
- Physiological: food, water, rest (a paycheck)
- Safety: job security, stable environment
- Social/Belonging: team, friendship, acceptance
- Esteem: recognition, respect, status
- Self-Actualization: growth, mastery, fulfilling potential
⭐ PM takeaway
You can't motivate with recognition (esteem) if someone fears a layoff (safety). Meet needs in order.
Absence demotivates; presence only prevents dissatisfaction (won't motivate).
- Salary & benefits
- Working conditions
- Company policies
- Job security
- Relationship with boss/peers
Presence truly motivates and drives satisfaction.
- Achievement
- Recognition
- The work itself
- Responsibility
- Advancement & growth
⭐ Exam keys
Fixing hygiene (e.g., a raise) removes dissatisfaction but won't motivate long-term. Real motivation comes from the motivators (the work, growth, recognition).
Theory X
Pessimistic. People dislike work, avoid responsibility, need to be coerced, controlled and closely supervised. Authoritarian, micromanaging.
Theory Y
Optimistic. People are self-motivated, seek responsibility, enjoy work, and can self-direct. Participative, empowering.
Theory Z (Ouchi)
Japanese / hybrid. Lifetime employment, loyalty, consensus, employee wellbeing → high motivation & productivity.
🎯 McClelland — Acquired Needs
People are driven by one dominant need:
Match assignments to the person's dominant need (achievers want challenging goals & feedback).
⚖️ Vroom — Expectancy Theory
Motivation = Expectancy × Instrumentality × Valence. People are motivated when they believe effort → performance → a reward they actually value.
🏆 McClelland Hygiene? No — Reinforcement
Skinner's Reinforcement: behavior is shaped by consequences — positive reinforcement & rewards increase desired behavior.
🤝 Equity & Expectancy
Adams' Equity: people compare their input/output ratio to others; perceived unfairness demotivates. Keep rewards fair & transparent.
🧠 Who said what
Maslow=pyramid · Herzberg=hygiene vs motivators · McGregor=X/Y · Ouchi=Z · McClelland=achievement/power/affiliation · Vroom=expectancy · Adams=equity/fairness · Skinner=reinforcement.
Leadership Styles & Types of Power
👑 Autocratic / Directing
Leader decides alone. Fast — good in crises or with inexperienced teams.
🗳️ Democratic / Participative
Team input drives decisions. Builds buy-in; slower.
🍃 Laissez-faire
Hands-off; team self-directs. Great for expert, mature teams.
🙏 Servant Leadership
Leader serves the team — removes blockers, develops people. Core to Agile.
✨ Transformational
Inspires & empowers through vision, innovation and individualized attention.
💼 Transactional
Rewards/penalties tied to goals & performance; manage by exception.
🌟 Charismatic
Energy, enthusiasm and confidence inspire followers.
🤝 Interactional
Blend of transactional, transformational & charismatic.
🧭 Situational
Adapt style to team maturity (Directing→Coaching→Supporting→Delegating).
🆚 Manager vs Leader
Management = use positional authority to get the known work done (administer, control, maintain). Leadership = guide, influence, inspire and align people toward a vision. PMs need both.
| Power | Source | Notes |
|---|---|---|
| Formal / Legitimate | Position / title | "I'm the PM." Comes with the role. |
| Reward | Ability to give rewards | Bonuses, recognition, good assignments. |
| Penalty / Coercive | Ability to punish | Use sparingly — breeds resentment. |
| Expert | Knowledge / skill | Best earned power — builds credibility. |
| Referent | Respect / charisma / association | People follow because they admire you. |
⭐ Exam keys
Expert & Referent are earned and most effective long-term. Formal, Reward & Penalty come from position. PMI prefers Expert & Reward; Penalty is the least desirable.
Conflict Management
| Technique | What it is | Result |
|---|---|---|
| Collaborate / Problem-Solve | Work together for a solution incorporating multiple viewpoints. | Win–Win ✅ BEST |
| Compromise / Reconcile | Each side gives something up to reach agreement. | Lose–Lose / partial |
| Smooth / Accommodate | Emphasize agreement, downplay differences. | Temporary; yields |
| Force / Direct | Push one viewpoint; "my way." Power play. | Win–Lose; fast |
| Withdraw / Avoid | Retreat or postpone; sidestep the issue. | Lose–Lose; unresolved |
⭐ Always prefer
Collaborate / Problem-Solve — it confronts the issue directly and produces a lasting win–win. "Confronting" = problem solving in PMI terms.
💡 Sources of conflict
Top sources: Schedules, project priorities, resources (then technical opinions, admin procedures, cost, personality). Personality conflicts are least common.
Organizational Structures & the Matrix
| Structure | PM Authority | PM Role | Resource availability | Who controls budget | PM admin staff |
|---|---|---|---|---|---|
| Functional | Little / None | Part-time "expediter/coordinator" | Little | Functional Manager | Part-time |
| Weak Matrix | Limited | Coordinator / Expediter | Limited | Functional Manager | Part-time |
| Balanced Matrix | Low–Moderate | Part-time PM | Low–moderate | Mixed / shared | Part-time |
| Strong Matrix | Moderate–High | Full-time PM | Moderate–high | Project Manager | Full-time |
| Projectized | High / Total | Full-time PM | High–almost total | Project Manager | Full-time |
🔴 Weak Matrix = "Expediter/Coordinator"
PM has little authority; functional managers hold the power, budget, and resources. The PM mostly coordinates & communicates. Expediter = no decision authority; Coordinator = some authority.
🟢 Strong Matrix = real PM
A dedicated, full-time PM with significant authority and a project budget. Team members still report to functional managers too — the classic "two-boss" challenge of all matrices.
🧱 Functional (Silos)
Grouped by specialty (eng, marketing). Clear career paths; weak for cross-dept projects.
🚀 Projectized
Org organized around projects; team is loyal to the project, then released. PM has full control.
🌐 Virtual / Hybrid / Composite
Networked or blended structures combining several types as needed.
📋 PMO — Supportive
Low control. Provides templates, training, lessons learned — a consultative role.
📋 PMO — Controlling
Moderate control. Requires compliance with frameworks, methodologies, governance.
📋 PMO — Directive
High control. PMO directly manages the projects; PMs report into the PMO.
RACI & Responsibility Assignment
R
Responsible — does the work. Can be several people.
A
Accountable — ultimately answerable. Exactly ONE per task.
C
Consulted — gives input (two-way communication).
I
Informed — kept up to date (one-way).
| Activity | PM | Team Lead | Developer | Tester | Sponsor |
|---|---|---|---|---|---|
| Define Requirements | A | R | C | C | I |
| Design Solution | A | C | R | C | I |
| Develop Code | A | C | R | I | I |
| Test Solution | A | C | C | R | I |
| Deploy to Production | A | R | C | C | I |
⭐ Golden rule
Every task has exactly one "A" (Accountable). RACI is a type of RAM (Responsibility Assignment Matrix). Other charts: RBS (Resource Breakdown Structure), resource histogram, org charts (hierarchical / matrix / text).
Schedule, Critical Path & Compression
🧮 Critical Path Method (CPM)
- Forward pass → Early Start (ES) & Early Finish (EF)
- Backward pass → Late Start (LS) & Late Finish (LF)
- Total Float = LS − ES = LF − EF
- Critical path = longest path = zero float
- Free float = delay without affecting the next activity's ES
📐 Dependencies & leads/lags
- Mandatory (hard logic) vs Discretionary (preferred)
- External vs Internal
- Relationships: FS (most common), SS, FF, SF (rare)
- Lead = accelerate (overlap); Lag = delay (wait)
- Add resources to critical-path activities
- Costs more $ (overtime, extra staff)
- Lowest cost increase for greatest compression first
- Risk: budget overrun, coordination overhead
- Do activities in parallel that were sequential
- No extra cost — but adds risk & rework
- Only works where activities can overlap
- Try fast-tracking before crashing (cheaper)
⭐ Other techniques
Critical Chain adds resource buffers. Resource leveling can change the critical path (adjusts dates to resource limits); resource smoothing keeps the critical path (works within float). Rolling-wave planning = progressive elaboration; Monte Carlo simulates schedule risk.
Earned Value Management (EVM)
PV — Planned Value
Budgeted cost of work scheduled. "What we planned to spend by now." (aka BCWS)
EV — Earned Value
Budgeted cost of work performed. = % complete × BAC. "What we earned." (aka BCWP)
AC — Actual Cost
Actual cost of work performed. "What we really spent." (aka ACWP)
🧠 How to read any EVM result
Negative variance = bad. Index below 1.0 = bad. "C" formulas relate to cost (CV, CPI); "S" to schedule (SV, SPI). For variances, EV always comes first (EV − AC, EV − PV). For indexes, EV always on top (EV/AC, EV/PV).
| Result | CV / CPI (Cost) | SV / SPI (Schedule) |
|---|---|---|
| Positive / > 1.0 | Under budget 👍 | Ahead of schedule 👍 |
| Zero / = 1.0 | On budget | On schedule |
| Negative / < 1.0 | Over budget 👎 | Behind schedule 👎 |
📏 Estimating methods
- Analogous — top-down, uses similar past projects; fast, least accurate
- Parametric — statistical (rate × quantity)
- Bottom-up — sum of work packages; most accurate, most effort
- Three-point — O/M/P accounts for uncertainty
🛟 Reserves
- Contingency reserve — for known-unknowns (identified risks); inside the cost baseline; PM controls
- Management reserve — for unknown-unknowns; outside the baseline; management approves
- Cost Baseline + Management Reserve = Budget
Risk Management
- Avoid — eliminate the threat / change the plan
- Transfer — shift to a third party (insurance, warranty, outsource)
- Mitigate — reduce probability or impact
- Escalate — beyond PM authority; hand up
- Accept — active (reserve) or passive (do nothing)
- Exploit — ensure it happens (the "avoid" twin)
- Share — partner/JV to capture it (the "transfer" twin)
- Enhance — increase probability or impact (the "mitigate" twin)
- Escalate — beyond PM authority; hand up
- Accept — take it if it comes, no proactive action
🔢 Quantitative tools
- EMV = Probability × Impact ($). Threats negative, opportunities positive.
- Decision tree — choose path with best EMV
- Sensitivity analysis — Tornado diagram
- Monte Carlo — simulation of outcomes
🔎 Identify risks
- Brainstorming · Delphi · interviews · checklists
- SWOT, assumption & constraint analysis, prompt lists (PESTLE, TECOP, VUCA)
- Output: Risk Register + Risk Report
⭐ Key distinctions
Risk = uncertain future event; Issue = it's already happening. Secondary risk = caused by a response; Residual risk = left over after the response. Risk appetite/tolerance/threshold describe how much risk is acceptable.
Quality Management
📏 Quality vs Grade
Quality = degree to which requirements are met (always aim high). Grade = category of features (low grade can be acceptable; low quality never is).
🛡️ Prevention over Inspection
It's cheaper to build quality in than to inspect defects out. Quality is planned in, not inspected in — and is everyone's responsibility.
Deming
PDCA cycle (Plan-Do-Check-Act); 85% of problems are management's responsibility; continuous improvement.
Juran
Fitness for use; Quality Trilogy (planning, control, improvement); 80/20.
Crosby
Zero defects; "quality is free"; conformance to requirements; prevention.
Ishikawa
Fishbone diagram; quality circles; the 7 basic tools.
Money spent to prevent failures.
- Prevention: training, documentation, right equipment
- Appraisal: testing, inspection, audits
Money spent because of failures.
- Internal failure: rework, scrap (found before delivery)
- External failure: warranty, liabilities, lost business (found by customer)
1. Cause-and-Effect
Fishbone / Ishikawa — find root causes of a problem.
2. Flowchart
Map process steps & decision points; spot inefficiency.
3. Checksheet
Tally sheet to collect data & count defects.
4. Pareto Diagram
Sorted bar chart — 80/20: focus on the vital few causes.
5. Histogram
Bar chart of frequency distribution; shape of variation.
6. Control Chart
Track a process over time vs control limits — stability.
7. Scatter Diagram
Plot two variables to see correlation.
⭐ Control chart rules
UCL/LCL = control limits (usually ±3σ, set by the process). Spec limits are set by the customer. Rule of Seven: 7+ consecutive points on one side of the mean = a non-random trend → investigate even if "in limits." A point outside the limits = "out of control."
See the visual Diagram Gallery below for rendered examples of each.
Diagram & Chart Gallery
📚 More diagrams you should recognize
Network diagram (PDM, see Schedule) · Gantt chart (bar schedule) · Milestone chart · RACI / RAM · Tornado diagram (sensitivity analysis) · Affinity diagram (group ideas) · Matrix diagram · Influence diagram · Burndown / Burnup (Agile) · Cumulative Flow Diagram (Kanban) · Stakeholder Power/Interest grid · Probability-Impact matrix (see Risk).
Communications
🔢 Communication Channels
n(n − 1) / 2n = number of people. Add one person, count again — the difference is the new channels. E.g., 5 people = 10 channels; 6 people = 15.
📨 3 Communication Methods
- Interactive — real-time, multidirectional (meetings, calls, video). Best for complex topics.
- Push — sent to specific people (email, memos, reports). No confirmation of understanding.
- Pull — recipients access at will (intranet, repositories, dashboards). For large audiences.
⭐ Exam keys
55% of communication is nonverbal (body language). Paralingual = pitch/tone. The PM spends ~90% of time communicating. Always reduce noise and confirm understanding (feedback).
Procurement & Contract Types
| Type | Variants | Risk on | Use when… |
|---|---|---|---|
| Fixed Price (FP) | FFP · FPIF · FPEPA | Seller | Scope is well-defined & stable |
| Cost Reimbursable (CR) | CPFF · CPIF · CPAF | Buyer | Scope is uncertain / evolving |
| Time & Materials (T&M) | Hybrid; rate × hours | Shared | Staff augmentation, small/short work |
📃 Key documents
- SOW — Statement of Work (what's being bought)
- RFP (proposal) · RFQ (quote/price) · RFI (information)
- Make-or-buy analysis · source selection criteria
- Bidder conferences · agreements/contracts
💡 Incentive & PTA
Incentive fees (PTA, sharing ratio) split savings/overruns between buyer & seller.
PTA = ((Ceiling − Target Price) / Buyer Share) + Target CostAbove the Point of Total Assumption, the seller bears all extra cost.
Stakeholder Engagement
📶 Engagement levels
Plot C (current) and D (desired) for each stakeholder in the Stakeholder Engagement Assessment Matrix; close the gaps.
🔭 Other models
Salience model = Power + Legitimacy + Urgency. Also Power/Influence and Influence/Impact grids. Key artifacts: Stakeholder Register & Engagement Plan.
Agile & Hybrid
📜 Agile Manifesto — 4 values
Individuals & interactions over processes & tools · Working software over documentation · Customer collaboration over contract negotiation · Responding to change over following a plan. (We value the items on the left more — without dismissing the right.) Backed by 12 principles.
👤 Roles (3)
- Product Owner — owns & prioritizes the backlog, maximizes value
- Scrum Master — servant leader, removes impediments, coaches
- Dev Team — self-organizing, cross-functional, builds the increment
🔁 Events (5)
- Sprint (1–4 wks, timeboxed)
- Sprint Planning
- Daily Scrum (15 min)
- Sprint Review (demo)
- Retrospective (improve)
📦 Artifacts (3)
- Product Backlog
- Sprint Backlog
- Increment (+ Definition of Done)
📉 Burndown / Burnup
Burndown: work remaining trending to zero. Burnup: work completed vs total scope. Velocity: story points per sprint.
🗂️ Kanban & Lean
Kanban: visualize flow, limit WIP, manage flow. Cumulative Flow Diagram shows bottlenecks. Lean: eliminate the 7 wastes.
🔀 Choosing an approach
Predictive (waterfall): requirements stable & clear. Agile/Adaptive: high uncertainty, frequent change, fast feedback. Hybrid: mix — e.g., predictive for hardware/compliance, agile for software. Other frameworks: XP, SAFe, LeSS, DSDM, Crystal.
Formula Quick Sheet
| Metric | Formula | Interpretation |
|---|---|---|
| Cost Variance (CV) | EV − AC | + good / − over budget |
| Schedule Variance (SV) | EV − PV | + good / − behind |
| Cost Perf. Index (CPI) | EV / AC | >1 good |
| Schedule Perf. Index (SPI) | EV / PV | >1 good |
| EAC (typical) | BAC / CPI | Current rate continues |
| EAC (atypical) | AC + (BAC − EV) | One-time variance |
| EAC (CPI×SPI) | AC + (BAC−EV)/(CPI×SPI) | Both trends continue |
| ETC | EAC − AC | Cost still to go |
| VAC | BAC − EAC | Projected over/under |
| TCPI (BAC) | (BAC−EV)/(BAC−AC) | Efficiency to hit BAC |
✅ Number facts worth memorizing
1σ = 68.27% · 2σ = 95.45% · 3σ = 99.73% · 6σ = 99.9997% (≈3.4 defects per million). Float on critical path = 0. PV+EV+AC are the EVM trio. Variances use subtraction; indexes use division — EV always first / on top.